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Career Development System: Linking Organizational Needs with Individual Career Needs

What are the organization’smajor strategic issues overthe next two to three years?• What are the most critical

needs and challenges thatthe organization will faceover the next 2 - 3 years?

• What critical skills, know- ledge, and experiencewill be needed to meet these challenges?

• What staffing levels willbe required?

• Does the organization havethe strength necessary to meet the critical challenges?

Organizational NeedsHow do I find careeropportunities within theorganization that:• Use my strengths• Address my

developmental needs• Provide challenges• Match my interests• Match my values• Match my personal style

Individual Career Needs

Are employees developingthemselves in a way that links personal effective-ness and satisfactionwith the achievement of the organization’s strategic objectives?

Issue:

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A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development DirectionComponent 1:Understanding the Business EnvironmentCompetencies:

1. Strategic thinking—the ability to integrate knowledge of the industry with an understanding of the long range vision of an organization.

2. Systems thinking—an awareness of how one’s role fits within an organization and knowing when and how to take actions that support its effectiveness.

Component 2:Making it HappenCompetencies:

1. Results orientation—the drive to achieve and the ability to diagnose inefficiencies and judge when to take entrepreneurial risks.

2. Collaborative decision making—actions that involve key stakeholders in the decision-making processes.

3. Action orientation—going beyond the minimum role requirements to boldly drive projects and lead the way to improved services, processes, and products.

© 2001 by Prentice Hall 9-3

A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction (cont.)Component 3:Leading OthersCompetencies:

1. Championing business thinking—the ability to energize others to understand and achieve business-focused outcomes. Fostering an understanding of issues and challenges through clear articulation and agenda setting.

2. Coaching and mentoring—the ability to release the potential of others by actively promoting responsibility, trust, and recognition.

3. Influence—the ability to communicate a position in a persuasive manner, thus generating support, agreement, or commitment.

© 2001 by Prentice Hall 9-4

TRW’s HRM Core Competencies

Leadership and Managing Change Business Skills HR Functional Leadership HR Technical Skills

– Source: Milkovich and Newman (1999)

“Core Competencies”: “The skills and abilities in value creation activities that allow a company to achieve superior efficiency, quality, innovation, or customer responsiveness.”

– Source: Jones (2001)

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Staffing the HR Function

Inherent exaggeration of abilities re: “people skills”? Survey of HS seniors

70% believed they were above average in leadership ability; 2% believed they were below average

100% believed they were above average in ability to get along with others, 60% believed they were in top 10%, 25% believed they were in top 1%

– Source: Ruggiero (2001) Should we even be teaching “people skills” at

undergraduate level? Research indicates UG students have less interest in and

perceive less relevance of OB course than other required business courses

– Mintzberg (1989), Burke and Moore (2003)

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Staffing the HR Function

More generalizable phenomenon, re: self-ratings?

Survey of 92 engineers (Meyer, 1980) Asked to self-rate relative to peer group, 0-100

(percentile) Mean: 78th percentile Only two of 92 rated themselves below 50th

percentile (45)

© 2001 by Prentice Hall 9-7

Development of HR professionals Occupational Outlook Handbook

Nature of the Work Working Conditions Employment Training, Other Qualifications, and Advancement

• Must speak and write effectively• Must demonstrate discretion, integrity, fair-mindedness,

and a persuasive, congenial personality Job Outlook

• Expected to grow much faster than the average for all occupations through 2018 (note O*NET OnLine)

Earnings• Specialists in compensation, benefits, and job analysis tend to earn more

than training and development specialists; and employment, recruitment, and placement specialists

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